MindShift

INSIGHT – TRANSFORMATION – LEADERSHIP


Leave a comment

New Transformation Course

Italy, Umbria, May 11 – 17, 2019

Course Info TI

For more information on this course, please see this page here: https://ezc.partners/transformation-intensive/


1 Comment >

Impressions from the workshop with Bonnitta Roy from APP Associates, Alderlore Insight Center, USA, Ct.; April 1 – 3, 2016

With fantastic people from all over Europe (and some US) we spent 3 fun intensive days looking into a kind of organizational development that deals with self-organization, elegant architectures and those principles that foster emergent behavior, team intelligence, distributive power and decision-making – without rigid new governance models. We explored and examined the key principles, central practices and deep processes of open authentic participation in organizational life.

These were some of  our other topics:

  • succeeding with uncertainty
  • how self organization happens and why we can trust it
  • how values both enable and constrain participation
  • expanding our trust network
  • intention, identity and interaction in group dynamics
  • asymmetric needs and power relations
  • strategic conversations in four languages of change
  • participatory governance
  • how resource allocations drive innovation (or not)
  • assessing team action-potentials
  • building team synergy and high velocity performance
  • method-free facilitation
  • catalyzing insight in teams
  • creativity and cognitive flow
 

Continue reading


Leave a comment

Think Tank & Workshop with Bonnitta Roy

FACING ORGANIZATIONAL CHALLENGES 

April 1 – 3, 2016 in Germany

3- DAYS with BONNITTA ROY  – An invitation to step into a new way of understanding organizational life, based on principles of open, authentic participation, which we find quite ingenious.

This is for you if you are into the kind of organizational development that deals with self-organization, creating elegant architectures that foster emergent behavior, team intelligence, distributive power and decision-making – without rigid new governance models. Continue reading


2 Comments

Leading change: First in the subtle, then in the world.

If you want to lead change – personal, organizational or societal – you have to intimately know how change works. This includes experiential clarity in knowing how to overcome – and help overcome – resistance towards change. It also includes knowing the ever so subtle, almost unnoticeable shifts in your own inner experience when facing a challenge to change a personal reality in the face of a conscious or unconscious resistance. This is especially true if the change you want to induce is not just incremental change, i.e. getting better at something, but a real transformational shift, or even a paradigm shift, personal or otherwise.

This is what Bill O’Brien or Otto Scharmer talk about, when they tell us how much the `inner place of an intervener´ matters to the success of an intervention.

217868_454397854583456_2109798001_nLeading self comes before leading others. Let us illuminate that ‘blind spot of leadership’ and take a closer look at what happens in our own spaces first. How do you deal with your own personal change? How do you overcome your own resistances when they are well hidden from your own insight and logic? How much do you know your own inner quiet place where you examine your own assumptions, what you are unconsciously knowing (e.g. “I am not good enough”) and can you unlearn what you know? What you are ignoring (“I can’t bear feeling that”)?  Are you aware of what it is you are secretly protecting?  What encountered knowns and unknowns do you leave unexamined? With which consequences?

The answer to these questions lead to the areas, where leaders of change need to develop a kind of mastery that is similar to that of martial arts: In dealing with the inconspicuous, lightning fast impulses, and in handling most uncomfortable pushback, shadow impulses and resistance.

We tend to think that facing change and leading change are about the bold moves, that paradigm shifts are spectacular, that holding unknowns or paradoxes is something very noticeable and in your face. This is not the case –  the trick lies in the subtle, in the almost undetectable vibrational shifts and minute impulses that are going on in the background of your own mind, without you noticing them consciously. Continue reading


Leave a comment

Beyond The Map And The Territory:

Relational dynamics, processes of collective transformation, „we-space“ – a comparison of integral maps and the territories that go with them.

By Anne Caspari and Mushin Schilling[1]

 “AQAL is a map of samsara, a map of the prison, but if you’re going to make a prison break, you need a good map.” 

Despite the many efforts in the last few years around the much vaunted ‘we-space’, only meager work and reflection has been done in Integral Theory circles on the dynamics of relationships and communities. Much of what does exist concerns integrating social and sociological hypotheses into an overall framework or refining theoretical and meta-theoretical knowledge creation. When it comes to actual phenomenological research into a relatively new phenomenon, though, the field is still wide open.

vortexSo when we start to connect meta-theory with the practical application of group-dynamic processes and their emergent characteristics to gaining new insight – for “insighting” – and to finding new processes and products – for “prototyping”  things get really exiting.  … Read the full article here: –Map-territory-article

[1] Translated by Mushin from the article in the Integrale Perspektiven issue june 2014:

f8472f56cb Beziehungsdynamiken, kollektive Trasformations
prozesse, “we-space”, – ein Vergleich integraler Landkarten und der dazugehörigen Territorien. Integrale-Perspektiven-Juni2014 (2)